Board/Committee Induction - Template
Note: Delete this page once you complete tailoring the template for your own Club.
This template helps your club to establish a formal induction procedure for your board/committee members.
Using a structured approach will help you to ensure that you:
- Meet your basic legal obligations;
- Help board/committee members make consistent and reliable decisions – this promotes a culture of fairness;
- Have established a clear understanding of expectations, rules and consequences;
- Welcome and introduce your board/committee to your club and their new job.
It should assist in delivering long-term benefits to your club as it will minimise the incidence of board/committee reverting to their own set of rules which in turn reduces disputes or grievances caused by confusion. Also, it adds to the overall professionalism of your club operations.
How to complete this template
It’s designed to be customised
This template for the Board/Committee Induction is made up of topics and sections. Customise it based on your club’s specific requirements. The more time you spend tailoring it to your requirements the more effective it will be.
To complete the template:
- Replace <Club> with your Club name.
- Where you see the INSERT HERE, replace it with your own text.
- Where you see a Guidance note (delete this later) read and then delete the note content. We’ve added these to help you complete the template. They are not meant to be part of your final version.
- Once you have finished work on the template, delete this introductory content.
Lastly, refresh the page numbers in the table of contents. Right mouse click on the table of contents choose >‘Update Field’< choose ‘Update page numbers only’.
Example Golf Club Board/Committee Induction Manual
Contents
1. Welcome
2. Club Vision & Mission
3. What you as a Board member need to know.
4. Your Role on the Board/Committee
5. A Common Club Governance Model – Medium to Large Clubs
6. The Board/Committee Role and Sub-Committees
7. Board /Committee Member Code of Conduct
8. Functions of Sub-Committees
9. Role of the President (or Captain)
10. Role of the Treasurer
11. Making the Most of Your Time on the Board/Committee
12. Committee Succession Planning
13. Board/Committee Annual Self-Assessment
14. Board/Committee Induction Checklist
1. Welcome
This induction package has been designed to give you all the information you need to have an active role in your Board/Committee.
As an elected director/committee representative, you and your fellow board/committee members have a duty of care to the club and are charged with the responsibility of leadership, control and direction of the club as set out in your club’s constitution. At times it may not be an easy job but it will afford you a wealth of business and social experience and hopefully a great deal of personal satisfaction.
Your primary duty is to help set board/committee policies and think strategically for the club. Depending on the size of your club, identified volunteers or the club manager should see to the carrying out those policies as the operating head of the club.
Your relationship with your Club
As a director/committee representative you have responsibilities in addition to attending board/committee meetings. These include the responsibility to promote the club and contribute to a healthy membership. Your attendance at the club and at social functions is important. Try and attend regularly, play golf and socialise in the clubhouse. Observe employees and their approach to trying to please members though their service. If you notice some facet of facility or service that appears out of place, please report it to the identified volunteer or manager.
A roster exists for competition presentations at events such as < insert e.g. Twilight golf, Saturday golf, Sunday mixed golf>. Please note your allocated roster and if you are unavailable please arrange to swap with another board/committee member.
Your relationship with the Members
Be prepared to listen to constructive feedback and complaints from time to time. Some complaints may be well founded, others may stem from imagined insights. Remember that you are not expected to know the answer or to solve problems at all times. Learn both sides of the story before committing yourself to an answer. Do not make rash promises that could prove embarrassing to you or could put you in an untenable position.
Avoid the temptation to feel you should, in an effort to soothe the complaining member, agree on the spot with his or her position. Avoid discussing, if at all possible, the negative aspects of the club. Emphasize the positive, even if it means hiding your own concerns about certain club operations.
You have, by agreeing to run for the board/committee, accepted the responsibility of dealing with the club’s challenges, and it is best to do so as quietly and efficiently as possible without stirring up emotions.
As a board/committee member you have to build trust, support and confidence in the club, the board/committee, sub-committees and staff (if applicable).
Your relationship with the Board/Committee
Board/Committee members must advance the credibility of the board/committee and establish confidence within the membership at large that its governing body operates openly, offers opportunity to express contrary opinion and operates with responsibility and awareness of its duty.
As a director/committee member please keep in mind that you are representing all members of the club and not just a select few. Your decisions should be based on what you honestly believe is best for the members and club as a whole. Disregard your personal feelings and try to be completely objective.
At board/committee meetings remember that your fellow directors/committee members are as sincere in their beliefs as you are in yours. If you don’t agree with an idea or statement, analyse it impartially and deal with it at board/committee level.
Board/committee members act through the majority vote of the board. If an individual strongly disagrees with a decision of the board/committee they should only deal with this within the group. If they are strongly opposed to the decision they should reconsider their position on the board/committee and if needs be resign and re-stand at the next election.
Your relationship with Club Staff
The Manager is responsible for the operations of the club. In your relationship with club employees, don’t usurp the manager’s authority by openly criticising staff, disciplining or asking special favours of club employees. Convey any complaints to the Manager. The Manager has the authority to employ, supervise, appraise, discipline, direct, train and dismiss employees under this role.
2. Club Vision & Mission
Club Vision
<INSERT HERE>
A vision statement defines what your club wants to become, articulating your dreams and hopes for the club. Your vision statement is your inspiration, the framework for all your strategic planning. It answers the question, “Where do we want to go?”
Club Mission
<INSERT HERE
In simple terms a mission statement communicates the essence of the club to its stakeholders, members and the public.
When developing a mission statement, start by asking yourself the following questions:
- What business are we in (what do we do)?
- What is the purpose of our club (outcomes and results we want to achieve)?
- For whom is our club in business (members)?
- What are our shared core values and beliefs (or guiding principles) that we practice in the delivery of our service?
- How do you differ from other clubs?
- What level of service do you provide?
3. What you as a Board member need to know
In law, the board/committee has the ultimate responsibility for the club. Accountability is part of a chain of relationships. The board/committee needs to acknowledge that it is responsible for the club, not for its own stake as a board/committee but for the stake of the mission which the club is to perform.
The staff though the Manager, are accountable to the board/committee who are accountable to the members. Also, the board/committee is responsible to various regulatory bodies under federal, state and local laws and regulations.
Potential areas of legal risk include Assoc. Incorporations Act. Corporations Law, Workcover, WHS, Trade Practices, Privacy, ATO, Liquor Licensing Commission, EPA, Superannuation, Intellectual Property, Equal Opportunity, Contract Management, and Insurances.
In order to be effective you need to become familiar with 1) the constitution, 2) the club’s strategic plan and 3) The policies and by-laws of the club.
4. Your Role on the Board/Committee
Attendance
Your role on the board/committee is an important one, and as such, you should try to attend every meeting and be prepared to contribute to all debates and projects.
The monthly board/committee meetings are usually held insert>. The AGM is held <insert>. Sub-committee meetings are held as scheduled insert>.
Member information nights are held as required (generally related to projects) and attendance is expected.
If you are unable to attend meetings, your apologies should be advised to the Manager well before the meeting.
Your role on the board/committee may extend to being involved in a sub-committee. Thesub-committee will form a working party when it needs to investigate an issue or event in-detail. By forming a working party the sub-committee intends to maximise its time by having the working party report back on the outcome.
In addition to meetings, there are a number of occasions that are important in building teamwork and camaraderie with fellow board/committee members.
You should try and make yourself available for:
- <Insert events – examples below>
- Monthly Board Dinners
- Annual Golf Day with <Insert>
- Annual Presentation Dinner
- New Member evenings
- Staff Christmas Golf and Drinks
- Board/Committee Christmas Dinner with partners and invited club volunteers.
- Pennant Volunteering with scoreboards, spotting etc
5. A Common Club Governance Model – Medium to Large Clubs
The model below has been adopted as modern day best practice. It gives clarity, stability and efficiency to the governance function and illustrates your role.
On the left hand side we see different types of policy in blue. The constitution is policy determined by members, the policy manuals are policy determined by the board/committee and operating procedures are policy determined by the Manager (if applicable) or volunteers.
Authority flows from the members to the board/committee within the confines of the constitution.
The board/committee, with the help of its sub-committees, develops committee policies to guide the Manager. These committee policies represent the “voice of the board/committee” to the Manager, the staff and the members.
In seeing to the implementation of these committee policies, the Manager may delegate to department managers with the aid of operating procedures.
This model of governance traces the flow of authority from the club members to the service staff and accountability from the staff back to the members.
6. The Board/Committee Role and Sub-Committees
Club structures need to be contemporary to promote and maintain sound governance and administration. For medium to large golf clubs, the board/committee role is to govern and should not be involved in management or operational decision-making. For smaller clubs without staff, the board/committee is likely to take more of a hands-on approach.
The trend today is for club structures to have smaller boards with greater use of sub-committees for planning purposes. Generally, sub-committees should report to the board/committee on no less than a quarterly basis regarding their planning and progress.
Role of the club board/committee
Depending on the incorporation status, your club will either have a board of directors (incorporated company) or committee (incorporated association) who are legally responsible for the governance of the club.
Main roles and tasks:
- Set objectives, define policy, develop strategic direction and make decisions;
- Maintain good governance and introduce ethical standards into daily activities;
- Specify the delegation of the chair, executive officer (whether paid or volunteer) and board;
- Ensure the executive officer provides satisfactory leadership, planning, club control and succession;
- Monitor the performance of management (if applicable) and volunteer team;
- Monitor the performance of the club against the agreed goals;
- Ensure current plans and actions provide for the clubs continuity;
- Manage communication with members and other key stakeholders including local government;
- Manage risks;
- Clearly identify board and management responsibilities (if applicable);
- Ensure compliance with policies, laws and regulations;
- Emphasise and concentrate on long-term goals; and
- Undertake a regular review of the clubs finances.
The Role and function of the chair
The main role of the chair, whether it is a President or a Captain, is leadership; and ensuring effectiveness in all aspects of the governance role.
The chair manages meetings, ensures that the board/committee is balanced and discussion is open, and includes all directors/committee members. It is also the chair’s responsibility to ensure that relevant issues are included in the agenda and that all directors/committee members receive timely information for meetings.
In summary, the chair should:
- Understand legal and procedural requirements for meetings;
- Determine the meeting is properly convened and constituted;
- Understand the business and objects of the meeting;
- Preserve order in the conduct of those present;
- Confine discussions within the scope of the meeting and timelines;
- Decide whether proposed motions and amendments are in order;
- Decide points of order and other incidental matters;
- Handle all matters in an impartial manner;
- Adjourn the meeting where justified.
Board/committee size
How big should our club board/committee be? There are no hard and fast rules regarding board/committee size but it should be appropriate for the size of the club. Five is a good rule of thumb for small to medium sized clubs.
Appointment and selection of board/committee members
For all clubs, term limits of two to three years is preferred to ensure the board/committee maintains a level of consistency in decision making and stability and is held accountable for policies and strategy. Ideally there will be a range of skills of board/committee members such as; golf knowledge, finance, marketing, hospitality, governance, legal, project management and information technology.
Role of board/committee members
Board/committee members must meet regularly, ideally monthly. As a rule, a club must provide its directors/committee members with sufficient freedom of action to exercise the leadership necessary to ensure successful implementation of strategy.
Powers of the board/committee
In summary the role of the board/committee is to:
- set objectives and strategy;
- apply culture and ethics into activities;
- clearly state responsibilities of key people and monitor their performance;
- monitor the performance of the club against agreed goals;
- ensure current plans and actions provide for continuity;
- communicate with members and other stakeholders;
- manage risk; and
- comply with constitution, rules and the law.
Board/committee composition
The board/committee should comprise of people with an appropriate range of skills. It is strongly recommended that clubs look to recruit people with specific skills for positions on the board or committee such as the treasurer. Generally, they should:
- have the ability to think laterally;
- have good communication skills;
- be financially literate;
- be able to understand and relate to stakeholders;
- be ethical, honest and trustworthy; and
- be a team player.
Role and function of sub-committees
Having a multitude of committees assigned to various tasks does not necessarily ensure that the job will get done. However, a proper performing sub-committee can be an invaluable tool for the board/committee and the club.
Specialist sub-committees are designed to relieve the board/committee of certain tasks and are developed to capitalise upon specialist skills of personnel willing to contribute their time and expertise to the club. Size of the sub-committee can vary according to the club. A sub-committee should be large enough to capture sufficient skills and experience, but not so large that the effectiveness of decision making is reduced.
Sub-committees should not abrogate responsibilities or assume the role of management (if applicable), but should have a charter (within club by-laws, rules or regulations) which specifically sets their scope of work, roles and responsibilities. The charter should clearly identify and state the dividing line between the role and responsibilities of the sub-committee and those of management.
In terms of reporting, sub-committees should be required to circulate minutes of each meeting to the board/committee and management (if applicable) as well as being required to report to the board/committee at least quarterly.
7. Board /Committee Member Code of Conduct
In agreeing to be part of a board/committee and/or sub-committees, you agree to adhere to standards of behaviour expected of their position of leadership in the club.
Board/Committee Members should:
- Act honestly and in good faith at all times;
- Attend assigned meetings or forward their apology prior to the meeting;
- Follow up diligently on commitments made at meetings;
- Remain loyal to committee decisions once they are made, even if the board/committee member did not agree with the decision;
- Maintain confidentiality of sensitive information as and when required;
- Treat all people associated with the club with respect, including members, management and staff (if applicable), volunteers, contractors, partners, external stakeholders, and other board/committee members
- If applicable, be supportive of management and staff as well as the golf professional and his/her staff;
- Mix with as many members as possible both on the golf course and at social events;
- Consider the welfare of the club’s members at large at all times;
- Not take advantage of their position on the board/committee in any way;
- Understand and attend to the fiduciary responsibilities of being on the board/committee;
- Make decisions based on what is best for the club, not for individual interest or the interests of a few (sometimes golfing group of friends);
- Declare any ‘conflicts of interest’ as they arrive and act to ensure that these conflicts do not pose a risk to the club;
- Be open to feedback from members and respond appropriately;
- Act as a positive role model with respect to good club behaviour;
- Refrain from excessive use of alcohol at the club;
- Adhere to the policies and procedures established by the club;
- Adhere to the legislative requirements of the club;
- Not receive gifts that result in personal financial benefit;
- Always look for opportunities for improved performance of the club operations and board/committee performance;
- Always represent the club in a professional manner; and
- Do not speak to the media about any aspect of the club without authority to do so.
8.Functions of Sub-Committees